John Brakey

But I've been fortunate to discriminate and make sure that the buyer, if there was a buyer, and we're not looking specifically for one, but you never know, somebody might call you up.

But the important thing for me is to say, will that buyer deal with both the employees and the customers?

You see some buyers who are, I'll call them financial buyers, who want to strip the company down.

And you've seen this in the marketplace where there have been some major acquisitions in the past with our competitors.

And the result is that the service capability drops way off.

Well, it was ConnectWise had a major problem when they had a major investor come in and buy the company.

And it took them about maybe a year and a half to really recover from that.

Not really.

There's a, you know, I guess you could argue sometimes you're a competitor, but usually it's about somebody who might be in the adjacent market and looking for the synergy.

So if you think about it, you're familiar with SolarWinds or what's now split up into two companies and there's Enable, which is the other side.

So these are RMM vendors or remote monitoring vendors who want to keep their customers and provide more

of customers.

The other ones are some of these companies like Acronis and so forth that are providing a whole suite of services to managed service providers.

You know, they're providing security, they're providing hosting and so forth.

And so by providing additional stuff like the whole sort of workflow system in the back end, that just means more revenue for them and more stickiness with their current customers.

Oh, I think that there's a, I love innovation and the Innovator's Dilemma and the Innovator's Solution are kind of a series by two authors.

And they're just phenomenal about how do you think about always innovating and what's the methodology for basically being successful at innovation.

Actually, I really like the psychology, like everything's about people and there's a wonderful book by a psychologist or neurologist.

The book is called Behave, and it's by R. Sierplinski.

He's a professor, I think, out of Harvard.